Assignment 1 TQM

The document discusses the characteristics of world-class quality organizations based on research findings. Some key characteristics identified include seeing quality as strategic, increasing investment in quality departments, training all employees including suppliers, understanding product performance from the customer perspective, and measuring quality metrics and costs. The research identified 28 organizations out of 1,665 as world-class based on strongly demonstrating these characteristics. Additionally, world-class organizations were found to significantly exceed non-world-class organizations in business focus on quality, training programs, quality standards, and use of technology to improve quality.

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Assignment 1 TQM

Uploaded by

Sameer Arif

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Assignment # Ⅰ

Total Quality Management

Name: Muhammad Sameer Arif Reg No: BSMET-01193001

WHAT IS A WORLD-CLASS QUALITY ORGANIZATION?

To define what a world-class quality organization is, researchers examined the data and found
the following characteristics as representative of strong quality practice. World-class quality
organizations:

 See quality as strategic and competitive.

 Increase investment in quality departments
 and/or programs.
 Train all employees.
 Train suppliers in quality methodology.
 Offer comprehensive quality training to employees.
 Understand product performance through customers’ eyes.
 Have visible metrics on performance against customer needs.
 Measure the cost of remediation.
 Deliver standard reports across the organization.
 Reap greater than $1M in net savings.

What are the characteristics of World-Class Organization?

1. Customer service
2. Quality control and assurance
3. Research and development/ new product development
4. Acquiring new technologies
5. Innovation
6. Team-based approach (adopting and using effectively)
7. Best practices (study and use of)
8. Manpower planning
9. Environmentally sound practices
10. Business partnerships and alliances
11. Reengineering of processes
12. Mergers and acquisitions
13. Outsourcing and contracting
14. Reliance on consulting services
15. Political lobbying

The data set was filtered using these characteristics to identify organizations that had the
strongest practice end-to-end. In total, 28 organizations out of 1,665 respondents (1.6%) were
designated as world-class quality organizations.
Additionally, there were a number of observations resulting from the analysis of this world-class
data set, outlining what differences are found in world-class quality organizations as compared to
those not classified as world class.

BUSINESS FOCUS

 100% have increased investment in quality—almost double the number of organizations

not classified as world class
 96% of world class see quality as strategic and competitive (that is triple the number for
other organizations)
 85% promote challenging quality goals to drive high performance (double the number for
other organizations)

TRAINING

 100% train all employees (more than double the non-world class organizations)

 More than twice as likely to train suppliers (tier 1, tier 2, and tier 3) than non-world class
 Twice as likely to apply knowledge transfer techniques from retiring employees

STANDARDS

 Almost double less likely to have quality-related setbacks

 Almost triple as likely to have reporting standardized across the organization

TECHNOLOGY

 100% use technology to improve quality awareness and results (50% higher than non-
world class)
 71% use social media to gauge customer sentiment (more than double the non-world
class)
 73% use big data to improve understanding of customers’ needs (more than double the
non-world class)